This study explains the correlation existing between authentic leadership and quality management practices, quality of care and patient satisfaction.

This article presents how the physician leadership development program contributed to graduates' professional and leadership development.

This article developed a framework which allows physician leaders to understand existing disparities and barriers that favor inequity in medicine.

This article asseses women participation in leadership roles in paramedicine and concludes that women are underrepresented in leadership roles.

The third paper of the "Leadership for change" series focuses on what the Canadian Asssociation of Emergency Physicians do to advance EDI in Emergency medicine.

This paper analyzes how digital tools help in building a model that contribute to the career advancement of women leaders in global health.

This paper proposes to focus on systemic level strategies to help women nurses attain leadership roles in heatlh care.

Women's leadership efficacy parallels that of males, but they face a double bind: adhering to gender expectations can impede leadership, and vice versa. Gender disparities are exacerbated by implicit prejudice, societal norms, and unequal expectations. These discrepancies are caused by social and organizational factors rather than talent. Practical ideas are aimed at increasing women's leadership representation.

Men have an important role in ensuring that women are represented and supported in positions of leadership. The report identifies impediments such as impostor syndrome and networking difficulties, and proposes that males encourage diversity and challenge preconceptions about collective action.

There is no shortage of qualified women to fill leadership roles: Women make up almost half of the U.S. labor force. Yet from corporate boardrooms to Congress, from health-care companies to the courts, from non-profit organizations to universities, men are far more likely than women to rise to the highest paying and most prestigious leadership roles.

When asked to picture a leader, most people will draw a man. Researchers investigate the consequences.

Even when CEOs make gender diversity a priority—by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs—they are often frustrated by a lack of results. That’s because they haven’t addressed the fundamental identity shift involved in coming to see oneself, and to be seen by others, as a leader.

Servant Leadership is a non-traditional leadership philosophy, embedded in a set of behaviors and practices that place the primary emphasis on the well-being of those being served.

As a profession, healthcare management values commitment to lifelong learning and continuous professional development. Individual participation, however, is voluntary and healthcare managers choose to participate based in part on perceptions of organizational support (rewards, promotion and recognition) as well as on individual values. As women are narrowing the career attainment gap, participation in development activities may play a critical role. This paper aims to present a pilot study which assesses the differences in male and female healthcare managers' participation in professional development activities and perceived organizational support.

In some personal and professional challenges, there’s that feeling that tells us we’re not good enough and that we are less valuable while everyone else is better than us.

Women health leaders tend to lead from who they are and where they are rather than the position they happen to occupy

In the quote by Andre Picard, health columnist at The Globe & Mail states that despite the health care workers being dominantly women, the health care leaders are predomnantly men. This is due to cultural, social, and economic reasons.